Police Personnel and Records MGMT

LEA 5 Police Personnel and A consolidated lecture notes prepared by
Records Management Hermie Terrence Reodava, Reg. Crim.

CHAPTER I
POLICE MANAGEMENT AND ADMINISTRATION
The setting below shows that management is related with administration in an
organizational environment. Management pertains to the utilization of available
resources in an organization while administration refers to the processes used.
The organization with management and administration is directed towards the
achievement of goals and objectives. Goals are broad statements of general and longterm organizational purposes often used to define the role of the police, for instance, to
prevent crime, maintain order or help solve community problems. Objectives are
specific short term statements consistent with an organizations goal.
Both goals and objectives are important because they help to identify the
expectations of what the police are doing and how productively (efficient and effective)
they perform.
Police Productivity and Managerial Performance
An effective police manager must be concerned with the productivity of police work
teams and their members.
Productivity means the summary of measures of the quantity and quality of police work
performance achieved, with resource utilization considered.
Good police managers establish and support the conditions needed to ensure high
productivity for themselves, for individual contributors, for their work units, and for the
organization as a whole.
This involves a commitment to the accomplishment of two different, but complimentary,
police performance outcomes:
Police Effectiveness, which measures whether or not important task goals are
being attained
Police Efficiency, which measures how well resources are being utilized.
Performance Effectiveness + Performance Efficiency = High
Productivity
The formula illustrates that one outcome is not enough, achieving high productivity
requires both performance effectiveness and efficiency.
Police Management Processes
The management process involves Planning Organizing Leading Controlling
the use of organizational resources to achieve high performance results.
Planning is the process of setting performance objectives and identifying the
actions needed to accomplish them.
Organizing is the process of dividing the work to be done and coordinating results
to achieve a desired purpose.
Leading is the process of directing and coordinating the work efforts of other
people to help them accomplish important task.
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Controlling is the process of monitoring performance, comparing results to
objectives and taking corrective action as necessary.
Police Managerial Activities and Roles
Interpersonal Roles working directly with other people
Figurehead hosting and attending official ceremonies
Leadership creating enthusiasm and serving peoples needs
Liaison maintaining contacts with important people and groups
Informational Roles exchange information with other people
Monitor seeking out relevant information
Disseminator sharing information with insiders
Spokesperson sharing information with outsiders
Decisional Roles make decisions that affect other people
Entrepreneur seeking problems to solve and opportunities to explore
Disturbance handler helping to resolve conflicts
Resource Allocator allocating resources to various uses
Negotiator negotiating with other parties
The Traditional & Contemporary
Foundations of Police Organization and Management
The Classical Approach
The three primary areas in the development of the classical approach are:
1. Scientific Management
(Frederick Taylor, 1856-1915)
Scientific Management sought to discover the best method of performing specific
task. Based on his studies, Taylor believed that if workers were taught the best
procedures, with pay tied to output, they would produce the maximum amount of
work.
With respect to this philosophy, the role of management changed abruptly from
the earlier use of the rule of the thumb to a more scientific approach, including
scientifically selecting, training, and developing workers, and ensuring that all the
work would be done in accordance with scientific principles, thus scientific
management strongly adhered to the formal organization structure and its rules.
2. Bureaucratic Management
(Max Weber, 1864-1920)
The concept of Bureaucracy is generally associated with the work of Max Weber,
who was the major contributor to modern sociology.
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He studied the effect of social change in Europe at the end of the 19 th Century
and coined the term BUREAUCRACY to identify the complex organizations that
operated on a rational basis.
Weber believed that such an approach was a means of lessening the cruelty,
nepotism, and subjective managerial practices common in the early stages of the
Industrial Revolution. (for example, it was a standard practice to hire relatives
regardless of their competence and to allow only individuals of aristocratic birth to
attain high-level positions within government and industry)
Characteristics of Bureaucratic Organization
1. Division of labor based on a specified sphere of competence
2. Hierarchy of authority where its lower office is under the
control and supervision of a higher one.
3. Specified set of rules applied uniformly throughout the
organization
4. Maintenance of interpersonal relationships, because rational
decisions can only be made objectively and without
emotions
5. Selection and promotion based on competence, not on
3. Administrative Management
It emphasizes broad administrative principles applicable to higher levels with in
the organization.
Henri Fayol (1841-1945) in his most influential work Industrial and General
Management, 14 principles of efficient management was identified.
Division of Work - work specialization can increase efficiency with the same
amount of effort.
Authority and Responsibility authority includes the right to command and
the power to require obedience; one cannot have authority without responsibility.
Discipline Discipline is necessary for an organization to function effectively,
however, the state of the disciplinary process depends upon the quality of its
leaders.
Unity of Command - employee should receive orders from one superior only.
Unity of Direction there should be one manager and one plan for a group of
activities that have the same objective.
Subordination of individual interest to general interest the interest of
one employee or group of employees should not take precedence over those of
the organization as a whole.
Remuneration of Personnel compensation should be fair to both the
employee and the employer.
Centralization the proper amount of centralization depends on the situation.
The objective is to pursue the optimum utilization of the capabilities of personnel
Scalar Chain the hierarchy of authority is the order of ranks from the highest
to the lowest levels of the organization. Besides this vertical communication
should also be encourage as long as the managers is in the chain are kept
informed.
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Order materials and human resources should be in the right place at the right
time; individuals should be in jobs or position that suits them.
Equity employees should be treated with kindness and justice
Stability of personnel tenure - an employee needs time to adjust to a new job
and reach a point of satisfactory performance; high turnover should be avoided.
Initiative the ability to conceive and execute a plan (through initiative and
freedom) should be encouraged and developed throughout all levels of the
organization.
Espirit de Corps union Unity is strength; Harmony and teamwork are
essential to effective organizations.
Gulick and Urwick (1920-1937)

Pioneers of The Science of a Administration (1937)
In this book, they have described the major functions of administration using the
acronym POSDCRB.
1. Planning working out in broad outline the things that need to be done
and the methods for doing them to accomplish the purpose set for the
enterprise.
2. Organizing establishment of the formal structure of authority through
which work subdivisions are arranged, defined, and coordinated for the
define objective.
3. Staffing personnel function of bringing in and out training the staff and
maintaining the staff the favorable conditions of work. Filling the
organization with the right people and right position.
4. Directing task of making decisions and embodying them in specific and
general orders and instructions and serving as the leader of the enterprise
5. Coordinating - the all-important duty of interrelating the various parts of
the work.
6. Reporting is keeping those to whom the executive is responsible
informed as to what is going on, which thus includes keeping himself and
his subordinates informed through records research and inspection.
7. Budgeting with all that goes of budgeting in the form of fiscal planning,
accounting, and control
Human Relations Approach
1.
Elton Mayo (the Hawthorne study)

The results of Hawthorne experiment contradicted the traditional views of
management emphasized by the classical theorists and led to the behavioral
approach emphasizing concern for the workers. The study suggests that when special
attention is paid to employees by management, productivity is likely to increase
regardless of changes in working conditions. This phenomenon was labeled the
Hawthorne effect.
Behavioral Science Approach

In order to be classified as behavioral science, a field must:
Deal with human behavior
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Study its subject matter in a scientific manner
The behavioral science approach utilizes scientific method as the foundation for
testing and developing theories about human behavior in organizations that can be used
to guide and develop managerial policies and practices.
Contributors to this approach
1. Abraham Maslow (Maslows hierarchy of needs theory)
1940s see discussion on Motivation Theories
2. D. McGregor (McGregors Theory X and Y)
Theory X assumes that people have little ambition, dislike work, and must be
coerced in order to perform satisfactorily. Theory Y assumes that people do not
inherently dislike work and if properly rewarded, especially satisfying esteem and
self-actualization needs, will perform well on the job.
Theory X Assumptions
The average person inherently dislikes work and will try to avoid it
Most people must be coerced, controlled, directed, and threatened with
punishment to get them to work towards organizational goals
The average person prefers to be directed, wants to avoid responsibility,
has relatively little ambition, and seeks security above all.
Theory Y Assumptions
Work, whether physical or mental, is as natural as play or rest, and most
people do not inherently dislike it
External control and threat of punishment are not the only means of
bringing about effort toward organizational goals, people will exercise
self-direction and self-control when they are committed
Commitment to goals is a function of the rewards made available
An average person learns, under proper conditions, not only to accept
but to seek responsibility
Ability to exercise a high degree of creativity in the solution of problems
Importance to the Police Manager
Police managers who believe in theory X will set up strict controls and attempt to
motivate workers strictly through economic incentives. Employees are most likely to
respond in an immature manner that reinforces the managers assumption.
By contrast, police managers who believe in theory Y will treat employees in a
mature way by minimizing controls, encouraging creativity and innovation and attempt
to make work more satisfying high order needs.
Extensive researches (like those of Likert, 1967) have concluded that managerial
system should shift to Theory Y assumptions to make better of human resources and
enhance both the effectiveness and efficiency of organizations. This approach help
managers to develop a broader perspective on workers and the work environment,
especially regarding alternative ways of interacting with police officers and of
recognizing the potential impact of higher level needs in job performance.
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Contemporary Approaches
This is the movement towards quality management. Theorists have incorporated
the influences of the behavioral science and other earlier school of thoughts.
1. The System Theory - It simply means that all parts of a system are interrelated
and interdependent to form the whole. A system is composed of elements or
subsystems that are related and dependent upon one another. When these
subsystems are in interaction with one another, they form a unitary whole.
2. The Contingency Theory This approach recognizes that many internal and
external environmental variables affect organizational behavior. In this case, there
is no best way for structuring and managing diverse types of organizations. So
the underlying theme of this theory is that it all depends on a particular
situation. The task of managers then is to determine in which situations and at
what times certain methods or techniques are the most effective. In this way, the
approach is more pragmatic although it encompasses relevant concepts of both
classical and behavioral theories.
3. Theory Z and Quality Management - Important emerging perspectives include
Theory Z and Quality Management, focused on the Japanese management
practices. The emergence of Total Quality Management (TQM) practices a
customer oriented approach and emphasizes on both human resources and
quantitative methods in an attempt to strive towards continuous improvement.
Motivation and the Police Force
Police organizations are replete with stories of organizational restructuring and reengineering. As a common trend in these stories are retrenchments or rightsizing (in
police parlance are called attrition) as sometimes called. The direct outcome is that
employees are expected to do more with less and the creation of an atmosphere of
uncertainty, insecurity, and fear of future retrenchment. For this, it is difficult to sustain
high levels of employee commitment and loyalty. Thus, the challenge is to rebuild high
loyalty and commitment for high level of performance.
The individuals willingness to perform is directly related to the needs,
expectations and values held by the individual, and their link to the incentives or
aspirations presented by the organizational reward system.
If the outcome is positively reinforced through goal attainment then the individual
experiences a reduction in pressure or tension and the expended effort to achieve the
outcome is positively reinforced through goal attainment. On the other hand, if outcome
is frustrated, the individual experiences goal frustration and has the option to exit,
renew, or adopt a negative response.
The complexity of the work motivational processes emphasizes the importance of
individual needs, expectations, and values as key elements in the process. If the
negative consequences of goal frustration are to be avoided, the manager has the
challenge to create an organization in which the impediments to performance are kept to
a minimum.
What are the Motivation theories?
1. Maslows Hierarchy of Needs theory
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Bernstein, et al (1991) offered that at any time, many motives might guide a
persons behavior. What determines which ones will? Abraham Maslow has given a
perspective that addresses this question. He suggested basic classes of needs, or
motives, influencing human behavior. These motives are organized in a hierarchy.
Abraham Maslow has suggested that human needs form a hierarchy from the
most basic biological requirements to the needs for self-actualization the highest of all
needs.
The pyramidal structures of human needs from the bottom to the top of the
hierarchy, the levels of needs or motive according to Maslow, are:
Biological or Physiological Needs these motives include the need for food, water,
oxygen, activity, and sleep.
Safety Needs these pertain to the motives of being cared for and being secured
such as in income and place to live.
Love/Belongingness Belongingness is integration into various kinds of social
groups or social organizations. Love needs means need for affection.
Cognitive Needs our motivation for learning and exploration
Esteem Needs our motivation for an honest, fundamental respect for a person
as a useful and honorable human being.
Aesthetic Needs - our motivation for beauty and order
Self- actualization pertains to human total satisfaction, when people are
motivated not so much by unmet needs, as by the desire to become all they are
capable of (self-realization).
According to the Maslows formulation, the level that commands the individuals
attention and effort is ordinarily the lowest one on which there is an unmet need. For
example, unless needs for food and safety are reasonably well-met behavior will be
dominated by these needs and higher motives are of little significant. With their
gratification, however, the individual is free to devote time and effort to meet higher
level. In other words, one level must at least be partially satisfied before those at the next
level become determiners of action.
2. Aldefers ERG Theory
Clayton Aldefer has develop the ERG theory which is a modification of the
Maslows theory. ERG theory categorizes needs into Existence, Relatedness and Growth
needs.
According to Aldefer:
Existence Needs are desires for physiological and material well-being
Relatedness Needs are desires for satisfying interpersonal relationships
Growth Needs are desires for continued personal growth and development.
3. McClellands Acquired Needs Theory
David McClelland identified three types of acquired needs. These are:
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Need for Achievement the desire to do something better or more
efficiently, to solve problems, or to master complex task.
Need for Affiliation the desire to establish and maintain friendly and warm
relations with others
Need for Power the desire to control others, to influence their behavior, or
to be responsible for others.
McClellands view is that these three needs are acquired over time, as a result of
life experiences. People are motivated by these needs, each of which can be associated
with individual work preferences.
CHAPTER II
POLICE PERSONNEL ADMINISTRATION
Police Personnel Management (Human Resources Management) may be
defined as that area of management concerned with human relations in the police
organization. As an overview, Police Personnel Management uses planning, organizing,
directing and controlling of day-to-day activities involved in procuring, developing and
motivating them and in coordinating their activities to achieve the aims of the police.
Efficient management of human resources in any organization can spell the
difference between its success and failure to attain its objectives or goals.
The need for a more efficient management of human resources is very
demanding today. The success of every organization is for the organization to overcome
the demands in human response brought about by several factors.
Purpose of Police Personnel Administration
The prime objective of an effective police personnel administration is the
establishment and maintenance for the public service of a competent and well-trained
police force, under such conditions of work that this force may be completely loyal to the
interests of the government of all times.
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Objectives of Personnel Management
The management of human resources is delegated to the unit of organization,
known as Human Resource Department (HRD). This is to provide services and
assistance needed by the organizations human resource in their employment
relationship with the organization. An important task of the Human Resource Department
is winning employees acceptance of organizations objectives.
The objectives are:
1. To assist top and line management achieves the organizations objective of
fostering harmonious relationship with its human resource.
2. To acquire capable people and provide them with opportunities for advancement
in self-development
3. To assist top management in formulating policies and programs that will serve the
requirements of the police organization and administer the same fairly to all
members.
4. To provide technical services and assistance to the operating management in
relation to their personnel functions in promoting satisfactory work environment.
5. To assist management in training and developing the human resources of the
organization if it does not have a separate training department to perform its
functions
6. To see that all police members are treated equally and in the application of
policies, rules and regulations and in rendering services to them.
7. To help effect organization development and institution building effort
Operative Functions of Police Personnel
The primary function of Personnel Department is commonly Personnel Operative
Functions. These are the following:
1. Police Personnel Planning is a study of the labor supply of jobs, which are
composed with the demands for employees in an organization to determine
future personnel requirements, which either increase or decrease. If there is an
expected shortage of personnel the organization may decide to train and develop
present employees and/or recruit from outside sources.
2. Police Recruitment - is the process of encouraging police applicant from
outside an organization to seek employment in an organization. The process of
recruitment consists of developing a recruitment plan, recruitment strategy
formulation job applicants search, screening of qualified applicants, and
maintaining a waiting list of qualified applicants.
3. Police Selections (screening) - is the process of determining the most
qualified police applicant for a given position in the police organization.
4. Police Placement- is the process of making police officers adjusted and
knowledgeable in a new job and or working environment.
5. Police Training and Development refers to any method used to improve the
attitude, knowledge, and skill or behavior pattern of an employee for adequate
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performance of a given job. It is a day-to-day, year round task. All police officers
on a new position undergo a learning process given a formal training or not.
Learning is made easier for officers when the organization provides formal
training and development. It reduces unnecessary waste of time, materials, manhours and equipment.
6. Police Appraisal or Performance Rating - performance rating is the
evaluation of the traits, behavior and effectiveness of a police officer on the job as
determined by work standards. It is judgmental if it is made a tool in decisionmaking for promotion, transfer, pay increase, termination or disciplinary actions
against police officers. It is developmental in purpose when the evaluation is used
to facilitate officers improvement in performance or used to improve recruitment,
selection, training and development of personnel.
7. Police Compensation - Financial compensation in the form of wages of salaries
constitutes the largest single expenditure for most organizations. In Metropolitan
Manila and other urban centers, wages of salaries represent the sole source to
meet the basic needs of food, clothing and shelter. It also provides the means to
attain that standard of living and economic security that vary in degrees upon a
persons expectations.
POLICE PERSONNEL PROGRAMS AND POLICIES
Nature of Personnel Programs
Personnel Programs refers to the activities programmed to implement the
organization philosophy or creed and the personnel philosophy of central managers in
relation to people so as to accomplish organizational objectives. It serves as a
fundamental guide for personnel practices and personnel policies used in an organization
for maintaining harmony between management and employees. A good personnel
program covers all the operative functions of personnel.
Factor to Considered in Personnel Program
The following factors should be taken into consideration in the preparation of a personnel
program.
objectives of the organization

organizational philosophy of central management in relation to personnel,
financial conditions and physical facilities of the organization
cultural background and tradition of the people
community and employees
governmental factors
Police Personnel Policies

1. Acquiring competent personnel - includes human resources planning, job
description and job specification, police recruitment, selection, placement,
transfer, layoffs, and separation.
2. Holding and retaining competent police personnel - gives depth and
meaning to good management philosophy, and involves the granting of fair
wages, reasonable working hours, and other employee benefits and services.
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These activities include the determination of an equitable wage and maintenance
of an incentive system. This area also concerned with securing greater officer
participation in activities and with strengthening officer morals and effectiveness.
All these help make the organization a good place to work in.
3. Developing and motivating personnel - deals with the education of the police
officers, the appraisal of work performance, their promotion, and the suggestion
system, which enables them to develop so they can rise to the police
organizations desired standards of performance.
4. Labor and human relations - involves the development of harmonious relations
between management on one hand and individual police officer the on the other
hand. It also concerns the observance and application of laws and court decisions
affecting human relations, and relationships with other government law
enforcement agencies.
5. Efficient administration of the program with adequate budget this is to
achieve a favorable climate for police officers. Good human relations should be
the attitude in the applications, implementation and interpretation of the
organizations policies, rules and regulations. The important tools in this area are
records and reports, personnel research and statistics, and evaluation of the
effects of current policies, activities, and programs.
POLICE POLICIES AND PROCEDURES
Nature of Police Policies
Policies are tools of police management, which give life and direction to the police
program of activities and set limits within which action is to be pursued by the personnel
concerned. Policies define the authority and the responsibility of subordinates. They help
the personnel understand their mutual relationships. They are ahead to guide the men
on the operational level, authority, and responsibility and to enable them to arrive at
sound decisions.
POLICY refers to a general plan of action that serves as a guide in the operation
of the organization. It makes up the basic framework of management decisions that set
the course what the organization should follow. It defines the authority and responsibility
of supervisors in their job of directing group efforts and implementing personnel
programs.
Policies form a code of procedure in that they broadly indicate the best method of
conducting any portion of the work at hand. They assist police officers in problem solving
and decision-making. While policies must be consistent, they must be flexible enough to
permit adjustments when the need for change arises.
Types of Police Policies
According to origin, policies are classified as:
1. Originated Policy - This type of policy comes from top management level and is
intended to set up guidelines in the operation of the police organization.
2. Appealed Policy - This type of policy is born when problems arise at the lower
levels of the organization and the man in charge does not know how to meet the
problem. He then appeals to his superiors for guidelines and for guidance.
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3. Imposed Policy - This type of policy comes from the government in the forms of
laws, administrative orders, and rules and procedures or contract specifications.
According to their subject matter, policies may be classified into:
1. General Statement of Principles - policies stated in broad terms, such as

statement of objectives, philosophy and creed. Others stress in general terms
management traits, such as fairness in dealing with officers, understanding and
humane treatment of the work force.
2. Specific Rules - cover specific situations. They are more direct and are less
flexible. They are more rigid in nature.
Dissemination of Policies
To be effective, personnel policies must be understood by all concerned including
the managers and supervisors who are to interpret and implement them to the
employees who will be affected by the policies. Various means are used by communicate
personnel policies to employees. The most common are police handbooks, manuals,
publications, memoranda, and circulars, bulletin boards, meetings and conferences.
Police Handbooks - These handbooks are distributed to all personnel, and
contain among other things, information about the benefits and services that the
organization grants to its officers, the organizations history, its organizational structure,
its officers, and other information useful to the officers in understanding their
relationship with the organization.
Police Manual - A policy manual covering all police personnel policies and
procedures, if made available to managers and supervisors, will be a great help in their
decision-making and employees relationship.
Memoranda and Circulars - Memoranda and circulars are another common
means of communicating police policies to all officers. They can be issued fast and they
provide the greatest assurance of reaching every employee. They are built in means by
which every member of the organization is reached.
Bulletin Boards - Organizational policies, rules and regulations, and activities
may be typed out of mimeographed and the posted on bulletin boards. If strategically
located and well managed, bulletin boards are an effective medium for transmitting
newly issued policies, rules and regulations to police officers.
Meetings or Conferences - Meeting or conferences are often held to inform
officers about new policies, their objectives and implementation. One advantage of this
type of policy dissemination is that it gives the officers the opportunity to ask questions
and request clarification on vague and doubtful points. It is effective to smaller
departments, as they accommodate small groups and allow the scheduling of meeting at
very convenient hours.
Police Publications - Communication has gained such importance to and
attention by management in recent years. To meet the needs of communicating with
officers, police organizations have been spending amount of money on publications,
internal or external.
POLICE JOB DESCRIPTION
After a job is analyzed, the facts about it are gathered, summed up, and recorded
in the job description and job specifications.
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Job description may be defined as an abstract of information derived from the job
analysis report, describing the duties performed, the skills, the training, and experience
required the responsibilities involved, the condition under which the job is done, and
relation of the job to the other job in the organization.
POLICE RECRUITMENT, SELECTION, AND PLACEMENT
On Police Recruitment
The first step in the recruiting procedure, and the one that should receive
greatest emphasis, is that of attracting well-qualified applicants. The best selection
devices available are of little value if the recruiting effort has failed to attract candidates
of high caliber. Widespread publicity directed at the particular element of the population
which it is hoped will be attracted to the examination is the best method of seeking
outstanding applicants.
Recruitment in the police service is dependent on the availability of national or
regional quota of the PNP, which is determined by the NAPOLCOM.
Standard Policy on Selection and Appointment
There shall be a standard policy for the selection of policy personnel throughout
the Philippines in order to strengthen the police service and lay the groundwork for
police professionalization.
The general qualification for initial appointment to the police service shall be
based on the provisions of Republic Act No. 8551, which states:
No person shall be appointed as uniformed member of the PNP unless he or she
possesses the following minimum qualifications:
1. A citizen of the Philippines;
2. A person of good moral conduct;
3. Must have passed the psychiatric or psychological, drug and physical tests to be
administered by the PNP or by any government hospital accredited by the
Commission for the purpose of determining physical and mental health;
4. Must possess a formal baccalaureate degree from a recognized institution of
learning;
5. Must be eligible in accordance with the standards set by the Commission;
6. Must not have been dishonorably discharged from military employment or
dismissed for cause from any civilian position in the Government;
7. Must not have been convicted by final judgment of an offense or crime involving
moral turpitude;
8. Must be at least one meter and sixty-two centimeters (1.62m) in height for male
and one meter and fifty-seven centimeters (1.57m) for female;
9. Must weigh not more or less than five kilograms (5kgs) from the standard weight
corresponding to his or her height, age, and sex; and
10.For a new applicant, must not be less than twenty-one (21) not more than thirty
(30) years of age. Except for the last qualification, the above-enumerated
qualifications shall be continuing in character and an absence of any of them at
any given time shall be a ground for separation or retirement from the service:
Provided, that PNP members who are already in the service upon the effectivity of
these Implementing Rules and Regulations shall be given five (5) years to obtain
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the minimum educational qualification and one (1) year to satisfy the weight
requirement.
For the purpose of determining compliance with the requirements on physical and
mental health, as well as the non-use of prohibited or regulated drugs, the PNP by itself
or through a government hospital accredited by the Commission shall conduct regular
psychiatric, psychological, drug and physical tests randomly and without notice.
After the lapse of the reglamentary period for the satisfaction of a specific
requirement, current members of the PNP who shall fail to satisfy any of the
requirements enumerated under this Section shall be separated from the service if they
are below fifty (50) years of age and have served in Government for less than twenty
(20) years or retired if they are from the age of fifty (50) and above and have served the
Government for at least twenty (20) years without prejudice in either case to the
payment of benefits they may be entitled to under existing laws. (Section 14, RA 8551
IRR)
On Selection Procedures
The purpose of the selection process is to secure these candidates who have the
highest potential for developing into good policemen. The process involves two basic
functions. The first function is to measure each candidates qualifications against whose
ideal qualification that are established chiefly through job analysis. The second function,
because of the comparative nature of the merit system, is to rank the candidates
relatively on the basis of their qualifications.
The Screening Procedures
Preliminary Interview - the applicant shall be interviewed personally by the
personnel officer. If the applicant qualifies with respect to the requirements of
citizenship, education and age, he shall be required to present the following:
Letter of application if none has been submitted

An information sheet
A copy of his picture (passport size)
Birth Certificate
Transcript of scholastic records and/ or diploma
Fingerprint card, properly accomplished.
Clearance papers from the local police department PNP provincial
headquarters, city or municipal court and city or provincial prosecutors office
and his hometown police department, NBI, and others that may be required.
Physical and Medical Examination - in order to determine whether or not the

applicant is in good health, free from any contagious diseases and physically fit for police
service, he shall undergo a thorough physical and medical examination to be conducted
by the police health officer after he qualifies in the preliminary interview.
Physical Agility Test - the Screening Committee shall require the applicant to
undergo a physical agility test designed to determine whether or not he possess the
required coordination strength, and speed of movement necessary for police service. The
applicant shall pass the tests like Pull-ups-6 Push-ups-27, Two minutes sit-ups-45, Squat
jumps-32, and Squat thrusts-20
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The Police Screening Committee may prescribe additional requirements if
facilities are available.
Medical Standards for Police Candidates
1. General Appearance the applicant must be free from any marked deformity,
from all parasite or systematic skin disease, and from evidence of intemperance
in the use of stimulants or drugs. The body must be well proportioned, of good
muscular development, and show careful attention to personal cleanliness:
Obesity, muscular weakness or poor physique must be rejected. Girth of abdomen
should not be more than the measurement of chest at rest.
2. Nose, Mouth and Teeth Obstruction to free breathing, chronic cataract, or
very offensive breath must be rejected. The mouth must be free from deformities
in conditions that interfere with distinct speech or that pre-dispose to disease of
the car, nose or throat. There shall be no disease or hypertrophy of tonsil or
thyroid enlargement. Teeth must be clean, well cared for and free from multiple
cavities. Missing teeth may be supplied by crown or bridge work, where site of
teeth makes this impossible, rubber denture will be accepted. At least twenty
natural teeth must be present.
3. Genitals must be free from deformities and from varicose, hydrocele, and
enlargement of the testicles, stricture of urine, and retained testicles. Any acute
and all venereal diseases of these organs must be rejected.
4. Varicose Veins - a marked tendency to their formation must be rejected.
5. Arms, Legs, Hands and Feet must be free from infection of the joints,
sprains, stiffness or other conditions, such as flat foot, long nails or hammer toes
which would prevent the proper and easy performance of duty. First (index)
second (middle), and third (ring) fingers and thumb must be present in their
entirely. The toe must be the same.
6. Eyes the applicant must be free from color blindness, and be able to read with
each eye separately from standard test type at a distance of twenty feet. Loss of
either eye, chronic inflammation of the lids, or permanent abnormalities of either
eye must be rejected, 20/20 or 20/30 in one eye, with binocular vision of 20/30.
7. Respiration must be full, easy, regular, the respiratory murmur must be clear
and distinct over the lungs and no disease of the respiratory organ is present.
8. Circulation The action of the heart must be uniform, free and steady, its
rhythm and the heart from organ changes. Blood Pressure systolic maximum
135; diastolic 90; pulse pressure 15 to 50. Brain and nervous system must be free
from defects.
9. Kidneys must be healthy and urine normal.
Character and Background Investigation - the Screening Committee shall
cause a confidential investigation of the character and from among various sources.
Psychological and/or Neuro-Psychiatric Test - in order to exclude applicants
who are emotionally or temperamentally unstable, psychotic, or suffering from any
mental disorder, the applicant shall take a psychological and/or neuro-psychiatric test to
be administered by the NBI, the PNP, or other duly recognized institution offering such
test after he has qualified and met all the requirements above.
The Oral Interview - the Screening Committee shall interview the qualified
applicants for suitability for police work. The interview shall aid in determining
Page | 15

appearance, likeableness, and affability, attitude toward work, outside interest,
forcefulness, conversational ability, and disagreeable mannerism.
POLICE APPOINTMENT
Any applicant who meets the general qualifications for appointment to police
service and who passes the tests required in the screening procedures shall be
recommended for initial appointment and shall be classified as follows:
1. Temporary if the applicant passes through the waiver program as provided in

under R.A 8551.
2. Probationary if the applicant passes through the regular screening procedures.

3. Permanent if the applicant able to finish the required field training program for
permanency.
Appointment in the PNP shall be affected in the following manner:
A. PO1 to SPO4 appointed by the PNP Regional Director for regional personnel or
by the Chief of the PNP for National Head Quarters personnel and attested by the
Civil Service Commission (CSC)
B. Inspector to Superintendent appointed by the Chief PNP as recommended
by their immediate superiors and attested by the Civil Service Commission (CSC).
C. Sr. Supt to Dep. Dir. Gen. Appointed by the President upon the
recommendation of the Chief PNP with the endorsement of the Civil Service
Commission (CSC) and with confirmation by the Commission on Appointment
(CA).
D. Director General appointed by the President from among the most senior
officers down to the rank of Chief Superintendent in the service subject to the
confirmation of the Commission on Appointment (CA). Provided, that the C/PNP
shall serve a tour of duty not exceeding four (4) years. Provided further, that in
times of war or other national emergency declared by congress, the President
may extend such tour of duty.
Waiver for Appointment - Waivers for initial appointment to the police service
shall be governed by Section 15 of Republic Act 8551, IRR.
Appointment by Lateral Entry -In general, all original appointments of
Commissioned Officers (CO) in the PNP shall commenced with the rank of inspector to
include those with highly technical qualifications applying for the PNP technical services,
such as dentist, optometrist, nurses, engineers, and graduates of forensic sciences.
Doctors of Medicine, members of the Bar and Chaplains shall be appointed to the rank of
Senior Inspector in their particular technical services. Graduates of the PNPA shall be
automatically appointed to the initial rank of Inspector. Licensed Criminologist may be
appointed to the rank of Inspector to fill up any vacancy.
POLICE TRAINING
The Need for Police Training
Page | 16

Organized training is the means by which officers are provided with the
knowledge and the skills required in the performance of their multiple, complex duties. In
order that the recruit officer may commence his career with a sound foundation of police
knowledge and techniques, it is most important that the entrance level training he
soundly conceived, carefully organized and well-presented.
Training and the Changes in Police Works
During the past decades tremendous changes in police work have occurred.
Advances in technology of communications and equipment, public relations and
employee relations as well as total evolution in the whole social structure have made a
law enforcement work more complex and difficult to pursue. The ordinary officer must be
briefed and oriented on new changes and developments that affect his job and the
recruit must be given a new solid foundation contemporary with the needs of the time.
Policemen do not stay trained. If they do not forget what they have learned, it is
continually made absolute by improved technology and social changes, and requires
frequent renewal to keep it current and useful.
Standards for Police Training
All training programs operated by law enforcement agencies should limit their
enrolment to law enforcement officers. Training courses should be set-up, prescribed
units of instruction, and arranged a time schedule. Practical recruit training subsequent
to employment should be provided.
Pre-and-post employment university training.
Responsibility of Training
The training of police officers shall be the responsibility of the PNP in coordination
with the Philippine Public Safety College (PPSC) which shall be the premier educational
institution for the training of human resources in the field of law enforcement (PNP, BFP,
BJMP), subject to the supervision of the NAPOLCOM.
Types of Police Training Programs
The following are the training programs in the police service:
Basic Recruit Training

Field Training
In-Service Training programs
Department In-service training programs
National and International Conventions on Policing
The Basic Recruit Training the most basic of all police training. It is a prerequisite
for permanency of appointment.
The Basic Recruit Training shall be in accordance with the programs of
instructions prescribed by the PPSC and the NAPOLCOM subject to modifications to suit
local conditions. This course is conducted within not less than six (6) months. A training
week shall normally consist of 40 hours of scheduled instructions.
Full time attendance in the Basic Recruit Training Attendance to this type
of training is full time basis. However, in cases of emergency, recruits maybe required to
Page | 17

render service upon certification of the Regional Director or the City or Municipal Chief of
Police the necessity of such service.
Completion and Certification of Training After the Basic Recruit Training,
the Regional Director shall certify that the police recruits have completed the training
and has satisfied all the requirements for police service.
The PNP Field Training is the process by which an individual police officer
who is recruited into the service receives formal instruction on the job for special and
defined purposes and performs actual job functions with periodic appraisal on his
performance and progress.
Under R.A 8551, all uniformed members of the PNP shall undergo a field training
program involving actual experience and assignment in patrol, traffic and investigation
as a requirement for permanency of their appointment. The program shall be for twelve
(12) months inclusive of the Basic Recruit Training Course for non-officers and the Officer
Orientation Course or Officer Basic Course for officers. (Section 20, RA 8551 IRR)
The In-Service Training Programs
Junior Leadership Training for PO1 to PO3

Senior Leadership Training for SPO1 to SPO4
Police Basic Course (PBC) preparatory for OBC for senior police officers
Officers Basic Course (OBC) for Inspectors to Chief Inspectors
Officers Advance Course (OAC) for Chief Inspectors to Sn Superintendent
Officer Senior Education Course (OSEC) Superintendent and above
Directorial Staff Course (DSC) for directors and above.
POLICE APPRAISAL
Appraisal refers to the process of measuring the performance of people in
achieving goals and objectives. It is also known as performance evaluation system.
Purposes of Police Appraisal
1. It serves as guide for promotion, salary increase, retirement, and disciplinary
actions.
2. It increases productivity and efficiency of police works.
3. It assimilate supervision
4. It informs the officer of the quality of his work for improvements
Uses of Police Appraisal
1.
2.
3.
4.
5.
6.
7.
8.
Police appraisal can be useful for personal decision-making in the following areas:
Eligibility to be hired
Salary adjustments
Determining potential for promotion
Evaluation of probationary officers
Identification of training needs
Isolating supervisory weaknesses
Validating selection techniques
Reduction in ranks (demotion)
Page | 18

9. Dismissal from service and other disciplinary actions.
PNP Appraisal System
The Performance Evaluation in the police service is the responsibility of the
NAPOLCOM, which shall issue the necessary rules and regulation for the orderly
administration of the appraisal process. Such performance evaluation shall be
administered in a manner as to foster the improvement of every individual police
efficiency and behavioral discipline as well as the promotion of the organizations
effectiveness.
The rating system shall be based on the standards set by the NAPOLCOM and
shall consider results of annual physical, psychological and neuro-psychiatric
examinations.
POLICE PROMOTION
Promotion is a system of increasing the rank of a member of the police service. It
has the following objectives:
1. To invest a member of the police force with the degree of authority necessary for
the effective execution of police duties.
2. To place the police officer in a position of increased responsibility where he can
make full use of his capabilities.
3. To provide and promote incentives, thus motivating greater efforts of all members
of the police force, which will gradually improve efficiency in police works.
Under the law, the NAPOLCOM shall establish a system of promotion for
uniformed and non-uniformed members of the PNP, which shall be based on:
1. Merit includes length of service in the present rank, and qualification.
2. Seniority
3. Availability of vacant position.
The promotion shall be gender fair which means women in the PNP shall enjoy
equal opportunity for promotion as that of men.
Preferences for Promotion
1.
Appropriate Eligibility - Whenever

two or more persons who are next in rank, preference shall be given to the person
who is the most competent and qualified and who has the appropriate eligibility.
2.
Competency and Vacancy - When
competency, qualification, and eligibility are equal, preference shall be given to
the qualified member in the organizational unit where the vacancy occurs.
3.
Seniority - When all the foregoing
conditions have been taken into account, and still the members in the next rank
have the same merit and qualification, preference shall be given to the most
senior officer.
Factors in Selection for Promotion
Page | 19

1.
Efficiency of Performance as an aid to fair appraisal of the candidates

proficiency, the performance-rating period shall be considered. Provided, that in
no instance shall a candidate be considered for promotion unless he had obtained
a rating of at least satisfactory.
2.
Education and Training educational background which includes

completion of in-service training courses, academic studies, training grants and
the like.
3.
Experience and Outstanding Accomplishment this includes

occupational history, work experience and other accomplishment worthy of
commendation.
4.
Physical Character and Personality the factors of physical fitness and

capacity as well as attitude and personality traits in so far as they bear on the
nature of the rank and/or position to be filled. This means that the candidate
should have no derogatory records which might affect integrity, morality and
conduct.
5.
Leadership Potential the capacity and ability to perform the duties

required in the new or higher position and good qualities for leadership.
Kinds of Police Promotion

1.
Regular Promotion - Regular promotion shall be based on the following

requirements:
a. He or she has successfully passed the corresponding promotional examination
given by the NAPOLCOM;
b. Passed the Bar or corresponding Board examination for technical services and
other professions;
c. Satisfactory completion of the appropriate accredited course in the PPSC or
equivalent training institutions;
d. Passed the Psychiatric, Psychological, and Drug test; and
e.
Cleared by the Peoples Law Enforcement Board (PLEB) and the Office of the
Ombudsman for any complaints against him/her
2. Promotion by Virtue of Exhibited Acts (Special Promotion)

Any uniformed member of the PNP who has exhibited acts of conspicuous
courage and gallantry at the risk of his or her life above and beyond the call of duty,
shall be promoted to the next higher rank. Provided, that such act shall be validated by
the NAPOLCOM based on established criteria.
3. Promotion by Virtue of Position
Any PNP member designated to any key position whose rank is lower than that
which is required for such position shall, after six (6) months of occupying the same, be
entitled to a promotion, subject to the availability of vacant positions. Provided, that the
member shall not be reassigned to a position calling for a higher rank until after two (2)
years from the date of such promotion. Provided, further, that any member designated
to the position who does not possess the established minimum qualifications thereof
Page | 20

shall occupy the same for not more than six (6) months without extension. (Section 34,
RA 8551 IRR)
POLICE ASSIGNMENT
Police assignment is the process of designating a police officer at a particular
function, duty or responsibility.
Purpose of Police Assignment
The purpose of police assignment is to ensure systematic and effective utilization
of all the members of the force.
Power to make designation or assignment
The Chief of PNP (CPNP), Regional Director (RD), Provincial Director (PD), and the
City or Municipal Chief of Police (COP) can make designation or assignment of the police
force with in their respective levels. They shall have the power to make designations or
assignments as to who among the police officers shall head and constitute various
offices and units of the police organization. The assignment of the members of the local
police agency shall be in conformity with the career development program especially
during the probationary period. Thereafter, shall be guided by the principle of placing the
right man in the right job after proper classification has been made.
Criteria in Police Assignment
1.
2.
3.
4.
5.
6.
7.
Those possessing the general

qualifications for police duties without technical skills may be assigned to
positions where any personnel can acquire proficiency within considerably short
period of time.
Those possessing skills acquired by
previous related experiences should be assigned to the corresponding positions.
Those possessing highly technical
skills with adequate experience and duly supported by authoritative basis shall be
given preferential assignment to the corresponding positions, which call for highly
technical trained police officers. (Misassignment of personnel falling under this
criteria constitute a serious neglect of duty of the C/PNP, RD, or the COP, in the
exercise of his administrative function)
Those selected to undergo further
studies in specialized courses shall be chosen solely on the basis of ability,
professional preparation and aptitude.
Qualifications of the police officers
shall be examined annually to ascertain newly acquired skills, specialties, and
proficiencies.
Those with physical limitation
incurred while in the performance of duties should be assigned where they can be
best used in accordance with the requirements of the force.
Assignments and reassignments of
the police officers from one unit to another shall be the prerogative of the
authority.
Page | 21

8.
To give well rounded training and

experience to police recruits, tour of duties in various assignments during the
probationary period shall be in accordance with Republic Act 8551.
POLICE SALARIES, BENEFITS, AND PRIVILEGES
On Salary
The uniformed members of the PNP are considered employees of the National
Government and draw their salaries therefrom. They have the same salary grade that of
a public school teacher. Police Officers assigned in Metropolitan Manila, chartered cities,
and first class municipalities may be paid with financial incentives by the local
government unit concerned subject to the availability of funds.
On Benefits and Privileges
1. Incentives and Awards
The NAPOLCOM shall promulgate standards on incentives and award system in
the PNP administered by the Board of Incentives and Awards. Awards may be in the
forms of decorations, service medals and citation badges or in monetary considerations.
The following are examples of authorized Decorations/medals/citation:
Police Medal of Valor

Police Medal of Merit
Wounded Police Medal
Police Efficiency Medal
Police Service Medal
Police Unit Citation Badge
Posthumous Award in case a police officer dies.

2. Health and Welfare
The NAPOLCOM is mandated to provide assistance in developing health and
welfare programs for police personnel. All heads of the PNP in their respective levels are
responsible to initiate proper steps to create a good atmosphere to a superiorsubordinate relationship and improvement of personnel morale through appropriate
welfare programs.
3. Longevity Pay and Allowances
Under Republic Act 6975, PNP personnel are entitled to a longevity pay of 10% of
their basic monthly salaries for every five years of service. However, the totality of such
longevity pay does not exceed 50% of the basic pay. They shall also enjoy the following
allowances: Subsistence allowance, Quarters allowance, Clothing allowance, Cost of
living allowance, Hazard pay and others
4. Retirement Benefit
Monthly retirement pay shall be fifty percent (50%) of the base pay and longevity
pay of the retired grade in case of twenty (20) years of active service, increasing by two
and one-half percent (2.5%) for every year of active service rendered beyond twenty
Page | 22

(20) yeas to a maximum of ninety percent (90%) for thirty-six (36) years of service and
over: Provided, that the uniformed member shall have the option to receive in advance
and in lump sum his or her retirement pay for the first five (5) years. Provided, further,
that payment of the retirement benefits in lump sum shall be made within six (6) months
from effectivity date of retirement and/or completion. Provided, finally, that the
retirement pay of PNP members shall be subject to adjustments based on the prevailing
scale of base pay of police personnel in the active service. (Section 36, RA 8551 IRR)
5. Permanent Physical Disability Pay
A PNP member who is permanently and totally disabled as a result of injuries
suffered or sickness contracted in the performance of duty as certified by the
NAPOLCOM, upon finding and certification by the appropriate medical officer, that the
extent of the disability or sickness renders such member unfit or unable to further
perform the duties of his or her position, shall be entitled to a gratuity equivalent to one
year salary and to a lifetime pension equivalent to eighty percent (80%) of his or her last
salary, in addition to other benefits as provided under existing laws.
Should such member who has been retired under permanent total disability under
this Section die within five (5) years from his retirement, his surviving legal spouse or, if
there be none, the surviving dependent legitimate children shall be entitled to the
pension for the remainder of the five (5) year guaranteed period. (Section 37, RA 8551
IRR)
6. Early Retirement Benefit
A PNP member of his or her own request and with the approval of the NAPOLCOM,
retire from the service shall be paid separation benefits corresponding to a position two
ranks higher than his present rank provided that the officer or non-officer has
accumulated at least 20 years of service.
POLICE INSPECTION
The purpose of police inspection is to ascertain the standard policies and
procedures, review and analyze the performance, activities and facilities affecting
operations and to look into the morale, needs and general efficiency of the police
organization in maintaining law and order.
Types of Police Inspection
1. Authoritative Inspection those conducted by the head of subordinate units in a
regular basis.
2. Staff Inspection those conducted by the staff for and in behalf of the Chief PNP
or superior officers in command of various units or departments.
Nature of Police Inspection
1. Internal Affairs inspection on internal affairs embraces administration, training,
operation, intelligence, investigation, morale and discipline as well as the
financial condition of the police organization.
Page | 23

2. External Affairs it embraces the community relationship of the organization, the
crime and vice situation of the locality, and the prevailing public opinion
concerning the integrity and reputation of the personnel.
Authority to Inspect
In the PNP, the following are the authority to conduct inspection:
1.
2.
3.
4.
5.
6.
NAPOLCOM or its representative

PNP Chief or his designated representative
PNP Director for Personnel or his representative
PNP Regional Director or his representative
City/Municipal Chief of Police or his representative
Internal Affairs Service (IAS under RA 8551)
The inspecting officer/s shall examine, audit, inspect police agencies in

accordance with existing standards and with the following objectives:
1. To take note or discover defects and irregularities
2. To effect corrections on minor defects being discovered
3. To bring to the attention of and recommend to the concerned officers for
appropriate actions on defects noted.
Where the irregularity noted during inspection is serious as to warrant
administrative charges against a police officer, the inspecting officer shall immediately
file the necessary charge or charges before the appropriate disciplinary action offices.
POLICE DISCIPLINARY MECHANISM
Aside from higher police management levels that can impose disciplinary actions
against subordinates, the following also serves as disciplinary mechanisms in the police
service:
Administrative Disciplinary Powers of the Local Chief Executive (LCE) The City and Municipal Mayors shall have the power to impose, after due notice and
summary hearings, disciplinary penalties for minor offenses committed by members of
the PNP assigned to their respective jurisdictions as provided in Section 41 of Republic
Act No. 6975, as amended by Section 52 of Republic Act No. 8551.
PLEB - the PLEB (People's Law Enforcement Board) is the central receiving entity
for any citizen's complaint against PNP members. As such, every citizen's complaint,
regardless of the imposable penalty for the offense alleged, shall be filed with the PLEB
of the city or municipality where the offense was allegedly committed. Upon receipt and
docketing of the complaint, the PLEB shall immediately determine whether the offense
alleged therein is grave, less grave or minor.
Should the PLEB find that the offense alleged is grave or less grave, the Board
shall assume jurisdiction to hear and decide the complaint by serving summons upon the
respondent within three (3) days from receipt of the complaint. If the PLEB finds that the
offense alleged is minor, it shall refer the complaint to the Mayor or Chief of Police, as
the case may be, of the city or municipality where the PNP member is assigned within
three (3) days upon the filing thereof.
Page | 24

If the city or municipality where the offense was committed has no PLEB, the
citizen's complaint shall be filed with the regional or provincial office of the Commission
(NAPOLCOM) nearest the residence of the complainant.
Administrative Offenses that may be imposed against a PNP Member
The following are the offense for which a member of the PNP may be charged
administratively:
1. Neglect of duty or nonfeasance it is the omission or refusal, without
sufficient excuse, to perform an act or duty, which it was the peace officers legal
obligation to perform; it implies a duty as well as its breach and the fast can
never be found in the absence of a duty.
2. Irregularities in the performance of duty it is the improper performance of
some act which might lawfully be done.
3. Misconduct or Malfeasance it is the doing, either through ignorance,
inattention or malice, of that which the officer had no legal right to do at all, as
where he acts without any authority whatsoever, or exceeds, ignores or abuses
his powers.
4. Incompetency it is the manifest lack of adequate ability and fitness for the
satisfactory performance of police duties. This has reference to any physical,
moral or intellectual quality the lack of which substantially incapacitates one to
perform the duties of a peace officer.
5. Oppression it imports an act of cruelty, severity, unlawful exaction,
domination, or excessive use of authority. The exercise of the unlawful powers or
other means, in depriving an individual of his liberty or property against his will, is
generally an act of oppression.
6. Dishonesty it is the concealment or distortion of truth in a matter of fact
relevant to ones office, or connected with the performance of his duties.
7. Disloyalty to the Government it consist of abandonment or renunciation of
ones loyalty to the Government of the Philippines, or advocating the overthrow of
the government.
8. Violation of Law this presupposes conviction in court of any crime or offense
penalized under the Revised Penal Code or any special law or ordinance.
Page | 25

CHAPTER III
POLICE RECORDS MANAGEMENT
The Need for Police Records
A police department is only as good as its records keeping abilities. The
effectiveness of the police department is directly related to the quality of its records.
They are the primary means of communications among the members of the police
department and have as their purpose the integration of the various department units
into an integrated organization for accomplishing the police task. Records are essential
in the efficient performance of routine duties, in the wise direction of the police effort, in
supervision and control of personnel, and in the determination of departmental policies.
Brief History of Filing and Records Storage
Records and management of them have existed in one form or another since
written history began. Many original tablets, parchment, and manuscripts of great
historical value have come down through the ages and how are carefully guarded in
museums all over the worlds. Without some methods of preservations, most of these
valuable documents would have remained unknown. Possession of many of them,
however, is the result of chance, as record-bearing stones and tablets have been found
buried in the loose earth and many places, with no attempt of preservation.
One of the most common methods used by the ancients for the filing of their
papers was that of keeping them in a stone or earth ware pot. Many bits of historical
evidence have been preserved on wax, stones parchment or in the urn. A modern day
application of this custom is the widespread practice of sealing letters, pictures,
newspapers, and other memorabilia of the current day on the cornerstone of a new
building.
Page | 26

below:
Many items used in offices today have a long history. These items are discussed
1. Spindle File The Spindle, on with papers nay be impaled, appeared 15 th
century.
2. Pigeonhole File Persons who disliked spindle folded or rolled their papers,
wrote names or subjects of the outside and place the roll in holes in rolltop
desks or in a series of separate boxlike openings in a cabinet.
3. Bellow File The bellow files are used as sorters. It appeared at about 1860.
Each lettered compartment, the alphabetic bellows files is sometimes used as
sorters.
4. Box-File in 1875, the box file shaped-like a book and opening from the side
was invented. Each box contained a set of sheets having extended labels
bearing the letters of the alphabet. The box file is still popular for a limited
account of correspondence and especially for home use.
5. Shannon File Named after its inventor. The Shannon file originated in 1880
in response to a need of greater security of papers. The Shannon file
consisted of a double side-opening arch, mounted on a board with a drawer
front on the end. Papers to be filed were perforated along the upper edge and
then placed on the arches according to the system or arrangement being
used. The Shannon file was suitable only for small amounts of
correspondence. The present day Shannon arch-board filed operate on the
same principle, but they are designed for temporary storage.
6. Vertical File Vertical filing of papers was in all probability first suggested by
Dr. Nathaniel S. Reosenay, secretary of the Charity Organization Society of
Buffalo, New York. His long experience with card filing made him believed the
same principle might be applied to filing papers (placing them on edge behind
guides). He advanced the idea in 1892. The following year, several firms
demonstrated vertical files at the Worlds Fair in Chicago. Large crowds
gathered before the exhibits; but the general opinion was, It will never work;
you cannot stand papers on edge; and if you leave them loose. They will
lose. Today, vertical filing is generally recognized as the best method of the
majority of business records. The first files were built of wood in horizontal
sections, but about 1900, the first steel files appeared in vertical sections.
Records management varies greatly from organization. In some, records are

handled very informally because their volume is small. At the opposite extreme is the
careful control of all key records under the direction of a record manager. This is a
position of great responsibility because it includes working with records from their
creation to their final disposition.\
Classification of Records
The classification of records is important from the management view because the
classification frequently determines the kinds of filing system used, the type of
equipment require, and the arrangement of the records in the system. Records can be
classified in several ways. Some managers classify records into two basic types:
Transportation documents and reference documents. Other managers classify
records into two other basic types: external communications and internal
communications.
Page | 27

External Communications - Written communications between organizations,
between customers/ client and the organization, between buyer and supplier and
between the organization and various branches of the government are the most notable
examples of external communications. Further examples are public service or public
relation message, (the reply received after writing to a business of information) and
telephone massages (received orally, but written on a message from for a record and
after confirmed in writing by a letter).
Internal Communications - Examples of internal communications are
communications between an organization and employees (such as payroll, records,
bulletins and regulations) and communications among an organizations department
(such as inventory control records, interoffice memoranda, and reports. Also in the
internal communications categories are plans for future productions or services and
records of equipment and assists owned).
With the Industrial Revolution, the rapid movements in production technology, the
introduction of the factory system, and the changes in forms of business ownership,
firms grow in size and scope of operations. Competition become keener; finance
production, marketing, and other functions vied for management attention. An
awareness of the responsibilities workers spend a great deal of time reading, analyzing,
writing and summarizing business letters and interoffice memoranda. Reference
documents also include reports and studies (formal and informal). Telegrams, printed
matters (catalog, pamphlets, and brochures) and technical pieces (engineering
specification, advertising copy, and galley proofs) are also classified as reference
documents.
The Record Cycle
Record may differ from each other in construction or contents, but each follows a
common cycle (or path) through its life. The life span of a record from creation to final
disposition is called the record cycle. Whether you are considering a simple one-copy
payroll check, a complex ten-copy report, or a recorded cassette tape the record cycle
is after referred to as the birth-through-death cycle.
1. Creation
2. Classification
3. Storage
4. Retrieval
5. Purging or retention
6. Transfer
7. Archival Storage or Disposition
If an organization has no plan for seeing that all records flow smoothly through
the record cycle, it will be faced with more of the following problems, any one which can
severely drain of profits.
An unmanageable tangle of papers within the office
Wasted clerical effort searching for information.
Loss of important operating information
Extravagant use of operating information.
Possible loss of key information in defending the company against legal
actions or governmental inquiries.
Page | 28

Poor records management also creates chaos and wastes a tremendous amount
of time and money. Such mismanagement is characterized by:
Improper control of records creation.
Free access by anyone at any time to the files.
No control over records taken from the files.
No plans for disposition of absolute records.
Retention of unnecessary records.
No plans for retention of needed records.
Proper records management provides information, instantaneously and
streamlines the operation of any organization. The information contained in the filed
records is the lifeblood of any office. The person who is responsible for the orderly
arrangement and control of those records has one of the most responsible positions in
any offices.
Records Storage
Although filing and records management are sometimes used interchangeable,
storage is only one phase in the management of a record. Material is placed in the files
because it may be useful in the future-to help information too complicated to be trusted
to memory, to assist departments in communicating with each other, to substantiate
claims, and to provide a record of the past, to provide information useful fro legal
purposes. The filler, therefore, must be able to find quickly any information contained in
the stored records.
When a record is created and is ready for filing, unnecessary working papers or
rough drafts used in its creation should be destroyed. Excessive duplicate copies should
be avoided and papers of temporary value should be prominently marked for destruction
before they are put into files so that the files do not jumped with duplicates and records
of little or no value. This is a process of control that is continued as papers are dated and
time stamped upon receipt, started through the work flow from office to office, and
stored for retrieval when needed.
Efficient records control includes:
1. Standardizing the purchase of equipment and supplies to allow their usage
anywhere in the organizations.
2. Training personnel
3. Following standard procedures of storage and control.
Terminology of Storage
Filing terminology may be confusing to someone who is not familiar with it.
Understanding the naming of records control and being able to analyze the various
systems of storage available require knowledge of the terms used. The definition given in
the following paragraphs will help in understanding.
1. Filing Filing is the actual placement of materials in a storage container,
generally a folder, according to a plan. It includes the process of classifying,
coding, arranging, and storage systematically so that they may be located quietly
when needed.
Page | 29

2. Filing Manual A filing manual is an instructional book containing detailed
information about various phases of filing and records management including
rules for the procedures used. Illustrations of those procedures and examples of
clerical details, such as folder labeling, typing style, and material used, are
usually included in the manual.
3. Procedures Procedures are series of steps for the orderly arrangement or
records which include: alphabet, geographic, numeric, subject of chronologic.
4. System The word system as used in records storage means any plan of filing
devised by a filing equipment manufacturer. System has a broader meaning in
management circles.
5. Classifying Mentally determining the name of subject or number of which a
specific record is to be filed is called classifying.
6. Indexing Another method of classifying.
7. Coding Making an identifying mark on the item to be stored to indicate what
classifications it is to be filed is called coding. Coding may be done by underlining,
checking, circling, or marking the record in some other way. When a record does
not need to classify or re-index to determine where it should be refilled because
the original code mark remains on it.
8. Unit The names, initials, or words used in determining the alphabetic order of
field materials are called units. The name Joan C. Brown, for example has three
units. Brown is the first, Joan is the second, and C is the third.
9. Cross Reference A cross reference is a notation put into a file to indicate that
a record to not store in that file but in the file specified on the cross-reference. A
cross-reference is somewhat like a directional sign. It tells the filer or searcher
where to find the needed material.
10. Guide Dividers in filing equipment are called guides because in formation on
them serves as guide to the eye of filing and locating stored items. A primary
guide introduces a special section that falls within the alphabetic range of the
primary guide it fallows (such as A section devoted to a special subject
applications, or a special name group such as names beginning with the word
General). An OUT guide is a heavy divider that replaced a folder in the file when
the folder is temporarily removed.
11. Folder The container in which papers or materials are kept in a filing cabinet is
called a folder. Popular materials used in making folders, are manila, Kraft, plastic
and pressboard. A miscellaneous folder is a folder that contains has not
accumulated is sufficient volume being removed to its won specially labeled
folder known as an individual.
Organization of a Centralized Record System
Depending upon the size and needs of the police force, the Chief of police shall
maintain an adequate and centralized records system by organizing in his force an
efficient records and communication units. The centralization of records in the police
Page | 30

organization brings together at one point all information concerning police activities, and
it is trough centralization that the various line functions of the police organization are
coordinated.
Functions and Uses of Records
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
It measure police efficiency,

It present the communitys crime picture,
It assist in assigning and promoting personnel,
It identify individuals,
It provide a basis for property accountability,
It control Investigation,
It can make information available to the public,
It increase efficiency in traffic control,
It assist the courts and prosecutors,
It assist in evaluating control services,
It coordinate custodial services,
It integrate the department,
It furnish data for the budget,
It establish responsibility,
It reveal unusual problems,
It aid in the apprehension of criminals.
It assist other police agencies,
It provide the basis for compilation of police statistics,
Effective employment of personnel and equipment,
Future references and basis of action.
Incidents to be Recorded
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
Violations of laws and ordinances,

All calls in which any member of the police force dispatched or takes official
action,
All legal papers handled such as warrant of arrest, subpoenas, summonses,
citations and the like,
Cases of missing and found persons, animals and property,
Accidents which require police actions,
All personal injuries, bodies found and suicides,
Any damage to property
All cases in which a police officer is involved,
All arrests made,
Miscellaneous cases, general and special orders and all other incidents that
need to be recorded.
Mechanics of Good Report

1.
2.
3.
4.
5.
6.
7.
It should present a chronological sequence of events.

It should be typed written or computerized.
It should provide complete data of victim or suspect.
Abbreviations should be avoided except those that are commonly known.
It should be brief but clear.
Every incident should be written in separate report.
It should be accurate and state facts and not opinions.
Page | 31

8.
It should answer the 5Ws and 1H.
Types of Police Records

Police Records are classified into the following:
1.
2.
3.
4.
5.
Case Records
Arrest and Booking Records
Identification Records
Administrative Records
Miscellaneous Records
The Case Records
A case of records is composed of two categories:
1. Complainant/Assignment Sheet which reflects all information regarding

complains and reports received by the police from the citizens and other agencies, or
actions initiated by the police.
2. Investigation Report, which contains the findings of an action taken by the
investigating officer based on inquiries made and by obtaining the available facts of the
incidents.
The Arrest and Booking Records
This record maintains the arrest and jail booking report, which is required for all
persons arrested. It shall bear an arrest number for each arrest made.
The Identification Record
Identification record is the third major division of police records. Fingerprint
records are the heart identification system. It provides positive identification and the
police must supplement it with
a record of physical characteristics and in some cases a photograph of the criminal.
Identification records have their own number series: an identification number is assigned
to each criminal to identify records relating to him.
The Administrative Record
These are records required in the management of the department personnel and
designed to aid in assignment, promotion, and disciplinary actions. Such records are so
essentials in administering personnel matters that they must be maintained in a police
department.
The Miscellaneous Records
These are records, which do not relate to recorded complaint and investigation
reports but are informational in character.
Recording and Filing System
Page | 32

The nature of police work justifies emphasis on criminal records.
effective, a police record system must:
1.
2.
3.
4.
5.
To be fully
Be comprehensive and include every incident coming to the attention of the

police.
Be adequately indexed to permit ready reference;
Be centralized to prove adequate control and maximum utilization of clerical
personnel.
Be as a simple as possible, consistent with adequacy, and;
Lend itself into summarization and analysis to permit continuing appraisal of
the police services.
Such a system will permit a police records, report and analysis to be used as
significant tools of management, supervision, control, policy making, and operations. A
police department, large or small, shall maintain a centralized record file under a unified
control. The case file is the master record and is supplemented by the arrest and the
identification records. Each of these records is numbered serially; thus there are case
numbers, arrest numbers, and identification numbers.
Filing the Case Record
The case record is the heart of any police record system. It is the basis for an
analysis of offences and the methods by which they are committed. The following are
the different types of reports included under the case records, which shall be
accomplished by all concerned;
1. Complaint/assignment sheet
This is the foundation record of the police department. The desk officer, or
clerk, or telephone operator receiving a call for police assistance accomplishes it. All
incidents mentioned above and reported to the police shall have a
complaint/assignment sheet. Each complaint/assignment sheet shall be assigned a
different number.
There are therefore, two numbering system: complaint/assignment sheets
becomes the primary document for the analysis of crime occurrences while the
investigative report becomes the prime document for the continuation of the
investigative process two copies of the complaint/assignment sheet shall be made for
each complaint requiring a sheet report.
A separate complaint/assignment sheet is required for each crime or incident
reported to the police. It makes no difference whether the complaint is reported by
telephone, by letter, in person at the police desk, to an officer on duty otherwise.
The complaint/assignment sheet is registered by stamping a serial on each. When
registered the complaint/assignment sheet becomes a part of the records system.
There shall be a consecutive series of complaint numbers assigned by the desk
officer. The complaint number must not be confused with the case number.
All incidents, which require for a police investigation, shall receive a complain
number. The case number identifies each case and all other papers and reports
relating to it and as a basis for filing. The desk officer receiving the call need not be
obtain detailed information from the complainant but secure the basic information
Page | 33

needed to prepare the complaint/assignment sheet. If the complaint is lodge in the
precinct, the desk officer of the precinct shall prepare the complaint/assignment
sheet in two copies indicating thereon the complaint number assigned by the Central
Record Unit. The original copy shall be forwarded to the Central Records Unit.
2. Investigative Report
This type of report is prepared as a written report on the findings of the
investigator. The following are the different types of the investigative reports.
a) Case Report This report shall be accomplished by the investigator or
member making preliminary investigation of crime reported to the police. The
investigating officer shall submit this report at the end of his tour of duty. This report
shall be prepared in the number of copies required by the department for
distribution. For uniformity of crime reporting this shall follow the prescribed
classification of offences, while the duplicate copy shall remain in the precinct
concerned for the corresponding action. The officer assigned to the case shall make
his report at the end of his tour of duty.
b) Supplemented / progress final Report Progress report shall
accomplished by the investigator continuing the investigation if the case is left by
pending status.
It shall be submitted within three (3) days after the submission of the initial
report and monthly thereafter until the case is closed or cleared.
Closing a case shall not be confused with clearing a case. A case is Closed,
for administrative purposes, when it is no longer being investigated and is not
assigned to an investigator. A closed case can be either solved or unsolved. A case
is Cleared when one or more person is arrested, charge with the commission of the
offense and turned over to the fiscal or court for prosecution. Based on the final
report a complaint maybe filed by the Police Station Commander before the Municipal
Criminal Circuit Trial Court, if it is the municipality.
c) Continuation Report This report shall be used as the second as the
succeeding pages of all kinds or reports.
d) Technical Report This report shall be accomplished by the investigator
to cover other angles of the case or the technical staff whose assistance has been
requested to conduct laboratory examination of evidence specimen gathered, to
supplement the findings and report of the investigating officer.
f) Wanted Person Report Information of persons who are wanted by the
police shall be flashed by means of Notice wanted person, accomplished in six
copies, one copy to be sent to the PNP Provincial Director, one (1) copy to the PNP
Regional Director, one copy to be sent to PNP Director General, Camp Crame,
Quezon City, one copy to be sent to the NBI Central office, Taft avenue, Manila, the
original copy to be placed in the Persons Wanted File of the police station
concerned, and the six (6) copies to be displayed in the Rogues Gallery. Strict
compliance with the instructions at the back of the form is required.
Page | 34

g) Daily Record of Events A daily record of event is needed to keep all
members of the force informed concerning police operations, assignments, and
administrative
instructions.
It
shall
carry
a
brief
resume
of
each
complaint/assignment sheet, a description of missing persons, and persons wanted,
and other information of interest to the police force. The officer who prepares the
complaint/assignment sheet may reproduce the daily record of events becomes a
chronological cross-reference to the complaint file. A number of copies may be made
for dissemination to the different divisions and units of the department. In large
police stations, the daily record of events may be duplicated by mimeograph. In all
police forces, a log book or police blotter shall be used, provided that it contains all
the information in the daily record of events and that each incident shall be assigned
a serial number. All investigation report and other documents dealing with a case are
assembled in a folder. The accumulation of the record is called the Case File and is
one of the principal features of the satisfactory record system. Case files are always
filed according to the case number.
Filing the Arrest and Booking Records
These reports are required for all persons arrested. They shall be made out in full
on each person arrested.
1. Arrest Report An arrest report shall be out in full on each person arrested
and should be prepared at the time is prisoner is booked. Information regarding the
offender, the charges and circumstances of arrest is recorded before the prisoner is
locked in jail or released on bond. The arresting officer is responsible for the arrest report
and its completion. One or more criminal charge may be placed on one arrest report.
However, if the arrest is in obedience to a warrant or warrants, separate arrest report will
be made for each warrant. In preparing for the arrest record, it is important the full name
first, middle and last, another personal circumstances of the prisoner are entered and all
questions on the form are answered. It shall bear on arrest number for each arrest made.
The number series for arrest shall start from no. 1 on the first day of each year which will
known as Calendar Year Numbering System. For example, the first arrest in 1991 shall be
91-1 this means that it is the first case of the calendar year 1991. This report shall be
used in controlling prisoners during the period of investigation. The arrest report shall be
filed by the arrest number and cross-indexed by name and all aliases of the prisoner. It
shall carry the serial number of the complaint/assignment sheet and case report, as the
case may be. In an arrest where there has been no previous complaint/assignment sheet
prepared, the desk officer shall make out one and assign a serial number at the time of
the time of the booking. Immediately after accomplishing the arrest report, three things
are done.
First Send to the complaint
complaint/assignment sheet.
clerk
for
the
preparation
of
the
Second Send to the complaint clerk for name search against the alphabetical
index file in order to determine if the prisoner is wanted on some other cases.
Third Two sets of the fingerprints of the prisoner shall be taken. One set shall be
forwarded to the NBI headquarters, Manila, and the other shall be searched by
fingerprint classification in the fingerprint file, only one set shall be taken and
forwarded to the NBI headquarters in Manila.
Page | 35

Finding shall be noted on the arrest report shall be prepared in triplicate together
with one booking sheet as its fourth copy. The original is filed with the arrest record file
be the number in the Central Record Unit, The duplicate and triplicate copies shall be
sent to the fiscal or to the clerk of court, as the case may be, together with the criminal
complaint of information and its other supporting papers. The lower portion of the arrest
report will be later on detached and returned to the police department by the fiscal or
the clerk of court concerned after the termination of the case, to be filed with the case
record after the disposition of the case has been annotated on the fingerprint of the
accused.
2. Booking Report The police station needs a current list of the prisoners in
custody which will indicate the status and disposition of each. It provides information to
each division as to the inmate or inmates in jail. It facilitates accounting for the prisoners
at the end of each shift and their control and all times and on which restrictions or
privileges are noted. The booking sheet shall be jail file for arrest, arranged
alphabetically, and serves as the jail resister. Information regarding any prisoners in
custody is thus immediately available. The file shall be kept at the booking counter or
location convenient in examination when inquiries are made. After the release of the
prisoner, either the police or the court, the jail-booking sheet is forwarded to the records
division where it is filed according to the arrest number.
3. Prisoners Property Receipt All police stations shall give receipts to
prisoners property that is taken from them. This receipt is prepared in duplicate.
Everything taken from his is still the prisoners property until shown to be otherwise. The
officer who makes the search and remove the property shall itemize it completely in the
presence of another officer and the prisoner and give prisoner the original receipt. The
officer must also see that the property is sealed in an envelope, which bears the
prisoners name, the property receipt number and the date. The department property
clerk will not be concerned with the care of prisoners property except when it is too
bulky for storage in the prisoners property cabinet or safe.
The prisoners property receipt blank form should be in book form, with the
original perforated for easy removal and with a serial number printed on each pair. The
duplicate should be removed from the book. This is to eliminate danger of loss and to
have an easy reference by property receipt number or date.
On the time of release, the prisoner shall be required to produce the original
receipt. Where he sign to acknowledge return of his property. The receipt is then filed
with the case file. In the event the receipt has been lost, stolen or destroyed before the
return of the property, certification listing as the property as described on the duplicate
prisoners property receipt shall be signed by the prisoner. This certification shall indicate
that the original prisoners property receipt was lost, stolen or destroyed.
Prisoners property that is clearly identifiable by a number or inscription shall be
checked against the stolen property files. If an identification is made, an investigation
report stating the facts is written in duplicate; the original is sent to the Commanding
Officer who shall cause the property so identified to be held as evidence, the duplicate
shall be sent to the detective division for appropriate action.
Filing the Identification Record
The various identification records for the identification of the criminals and other
individuals now extensively used in police stations shall include the following:
Page | 36

Fingerprint Record Of the various method of criminal identification, the
fingerprint system is the most reliable. Identifying criminals by name is unsatisfactory
because of the frequent use by criminal or aliases. Fingerprint record shall be prepared in
at least two copies, the original remain in the Central Record of the police station
concerned and a copy to be sent to the NBI headquarters in Manila.
a. Criminal Fingerprint All persons arrested for an offense shall be
fingerprinted and an identification number shall be assigned to each prisoner to identify
records relating to him. A prisoner shall be fingerprinted each time he is arrested, even
though his prints have already on the file, in order that a copy may be sent to the
National Bureau of Investigation. This procedure brings the criminal history file up to
date after each arrest. The same ID number shall be used for each subject, regardless of
the numbers of time he may be arrested or fingerprinted. This is the fourth series of
number used, the other three being the compliant sheet, case report and arrest report.
The identification number shall appear on the fingerprint card; the description and the
photograph. The identification numbers are recorded chronologically in a ledger the
entries on which include the name, identification number, case number, the fingerprint
classification and the date fingerprinted.
b. Civilian Fingerprint All persons requesting clearance certificate or other
personal identification purposes shall be fingerprinted using the prescribed form.
c. Alien Fingerprint All aliens requesting clearance certificate for purposes of
petition for naturalization, charge of name, oath taking for other personal identification,
purposes shall be fingerprinted, using also the prescribed form.
The fingerprint card is searched in the alphabetical index file. If the search is
negative, search is then made in the fingerprint file by fingerprint formula. The
fingerprint card are then indexed and filed. This means that it is mandatory principle of
taking the fingerprint of all people mentioned above in the three categories: criminal
civilians, and aliens.
Secondly, although the police station wishes to maintain its fingerprint card will
be sent to the NBI in Manila. In order for fingerprints to serve their maximum usefulness
to the local police stations and to all other law enforcement agencies, it is imperative
that copies be sent to the NBI, Manila wherein a history sheet will be prepared and
furnished the contributing agency. Other police stations may have arrested the subject in
the past are thus inform of his present whereabouts. The history sheet sent to the NBI by
fingerprints. It is most important, however, that the fingerprint shall be taken accurately.
The Henry FBI extension classification system of fingerprints shall be used by the
police stations. The criminal history sheet shall be filed in the individual criminal file.
Each person arrested by a local police station shall have an individual file folder.
Criminal Specialty or Modus Operandi File This consists of photographic
records and modus operandi of known criminals. This shall describe the method of
operation of a criminals, Classified and filed in such a way as to aid in identifying the
crime as one committed by a known criminal.
This is commonly known as M. O. (Modus Operandi) file. The use of the
classification index file is the simplest form of modus operandi. This is a sort of Rogues
Gallery and is helpful in controlling crime and in apprehending criminals. This shall be
filed accordingly to certain M. O. characteristics, according to major classes of crimes,
Page | 37

and according to identification number. Group photographs of criminals working together
are aid to identification and they shall be filed of Criminal Specialty of group involved.
Filing the Administrative Records
A number of different records are required in the management of the
departments personnel. Some of these are of an informational character designed to aid
in assignments, promotions and disciplinary actions; others are of control character such
as correspondence files, department memoranda, daily summary of daily attendance
record, follow up and call sheet and monthly report. In police stations of over 100 men,
the use of such file is essential in administering personal matters.
1. Personal Records A file showing the history of each police officer, both prior
and subsequent to joining the force, is indispensable.
2. Correspondence File This shall consist of set or records of communications
classified, arranged and filed alphabetically by the subject to which they pertain.
3. Memoranda, Orders, Policy files, etc. These shall be filed accordingly as
they are made available.
4. Assignment Record The detective assignment record is desirable for the
effective function of the detective division. Other division in the force may devise a
system of assigning personnel.
5. Other files Police stations shall maintain other administrative records
responsive to their needs.
Filing the Miscellaneous Records
Police stations perform a variety of services that do not relate to recorded
complaints. In addition to the general classes or records, there is miscellaneous group
which do not feel under categories of records that a police stations maintains and which
on occasions create filing problems within a department.
The average small police stations may simply maintain one file folder for each
category. Each piece of correspondence, together with the copy of the reply, should be
filed in chronological order in an appropriate location file. As a refinement, the names of
the authors of the correspondence received may be indexed the index care referring to
the folder in which the correspondence may be located. If correspondence with a
particular office is frequent, a separate folder for the office may be maintained. However,
another method used is to filed miscellaneous correspondence by a subject matter such
as firearms, speaking engagements, and the like.
Another system utilized occasionally is to assign a correspondence number to
each piece of incoming correspondence, which then is filed by the name of the author. In
any event, some types of control records should be maintained in order to ensure a
prompt reply. Every police form shall keep and maintain the following miscellaneous
record.
Register of the aliens within the city or municipality obtain from the
Immigration Commission and/or other sources;
List of firearm holders from the Philippine National Police;
List incumbent city or municipal and barangay officials and their address;
Lists of the labor unions, cooperative associations, civic, professionals, social
and religious organizations, in industrial plants, movie houses, etc.
Page | 38

List and description and all army camps and mobilization centers.
Facts about the locality indicating district, barangays, sitios, roads, bridge,
centers of population, voters and the like;
Copies of ordinances and penal laws.
Roster of AFP reservists, (obtainable from military sources) showing current
addresses.
List of private security agencies.
List of parolees, pardoned and released criminals and their addresses.
Property and equipment records complete inventory shall be keep by the
police station and property as well as the cause of maintenance and
operations, and
Such other reports that may be required by proper authorities and those that
are necessary and the police force. This shall include the list of police numbers
assigned to individual police personnel for identification purposes, which shall
be varied and standard identification card for all members of the police force.
Indexing
Police stations shall prepare and maintain index card appearing in the case report
and index card for serial number and description of recovered lost or stolen property that
has been brought to their attention. The following are different types of index file.
Master Name Index File
Every police station shall maintain a master name index for the operation. It shall
be in 3/5 inches index card stock. Index cards shall be arranged in general alphabetical
order by the last name. Index cards shall be made of all names appearing in the case
report, including aliases, name of complainants, victims, suspect and wanted persons,
index card shall be prepared when outside fingerprint cards are received and placed in a
local fingerprint collection whether the subject is wanted or not. The department shall
also index all names of persons wanted by other police agencies as listed in circulars or
by other notice, persons placed on probation or parole. On the index card, the following
shall be reflected.
1. Complaint, case and/or ID number as the case may be.
2. Name, aliases, addresses, sex, race, height, weight, color of the eyes and hair,
date and place of birth.
3. Fingerprints classification (if available).
4. Brief statement of each incident base on the source document with the following
date
Date fingerprint taken, court case warrant of arrest issued or date alleged
information.
Contributor of fingerprint or information and local number.
Nature of offense and or purpose, and;
Result of disposition, it known
5. If the subject has used to or more names, he will be known by the name first used
and so far as the particular police station is concerned. however, both shall be
reflected on the index card underlying the first or the original name used.
Page | 39

6. A cross-index card shall be prepared for each additional name use without the
brief information. The one in charge of the master name index file shall go
through indexes, card by card, in search of misfile card. The sizes and conditions
of the files will influence the frequency of searching.
Stolen Property Index File
One principal objective of the investigation conducted by the line-operating units
is the identification of the recovery of lost or stolen property. The stolen property index is
an investigative aid of inestimable value in achieving this objective. There are two means
of identifying property. One by serial number placed on the property and the other is the
type of property (unnumbered) this shall be indexed and 3/5 inches index card stock,
describing the articles that are reported lost or stolen locally or by circulars from other
police station. Prior to filing a card, a search shall be made to determine whether the
same piece of property has been previously recorded.
Numbered Property Index
1. Police stations with less than 200 police force may number guide cards from 00
through 99. Numbered property shall be indexed by the last two digits of the serial
numbers. When more than one index card filed behind one guide card, they may be
placed a numerical order according to the third digit from the end as follows:
Example:
Guide card 66
Revolver 952066
Motor number 123066
Watch 51-266
Electric drill 752566
Radio AMD 3866
2. Radio stations with more than 200 members shall number the guide cards from
000 through 999. Numbered property shall be indexed according to the last three digits
of the number without regard to the type of article. The indexed card is fixed behind the
guide cards corresponding to the last three digits of the number.
Unnumbered property index
Property not identifiable by manufacturers serial number is indexed in the
unnumbered property index, by description of the article, such as clothing, furniture,
footwear, and etc., should be indicative of the general character of the article indexed.
Index card shall be removed from the files when the property is recovered and file should
be overhauled periodically and certain cards removed. For example, cards over six
months old describing perishable goods; those over two years old describing nonperishable foodstuff, tobacco, and liquor; and those over five years old describing
wearing apparel, linens and bed cloths, etc., serve no useful purpose after such a period
of time, cards describing articles of greater value, of articles not likely to be worn,
consumed, are destroyed should be kept indefinitely. The complete description should be
described on the index card to eliminate the need for a search to check the investigative
report to obtain the complete description.
Charging Out Files
Page | 40

Responsibility for filing each class of records should be definitely assigned to one
or more designated clerks. Access to records, cabinets shall be restricted to records
division members only. When any record is removed from the file, an appropriate
borrowers slip is used and a charged-cut card is accomplished. This ensures the proper
used of the files; prevent the misplacement of records that have been used and keep the
files personnel informed at all times of the whereabouts of the records instead out at any
given time.
Borrowers Slip
This is used when asking for files, and is used as a receipt for a case or any
number of items from a file. It is in 4x6 inches sheet. A supply of such slip shall be kept
in each division or unit. This form is accomplished by the borrower who needs a file and
maybe brought to the file room either through the regular messenger service or by any
person authorized by the borrower. It is presented to the records official. It is kept in a
file control box when the file stands or remains charged-out. On the return of the record,
the borrowers slip is cancelled in the presence of the borrower and same is attached to
the record and remains in the file as a permanent record of the transaction.
Charge-out Card
Each time any file is issued, a record should be made on a color charge-out which
is often called a Substitution Card or an Out Card which takes the place of a file that
has been removed from the cabinet. This cards maybe cut to fit the file drawer and shall
stand out prominently among the files. When a file or folder is withdrawn, one of the
cards is filed out and inserted in place of the file. It remains there until the borrowed file
is returned. When the record is returned, the entry of the record is crossed out and the
card is put back in its place in front of the file drawer.
Follow-up Procedure
It is essential that each Station Commander have an administrative device, which
will ensure that all case brought to the attention of the force shall receive appropriate
attention. The mechanics of the follow-up system consists in making use of one smooth
copy of the complaint/assignment sheet for every complaint, arrest, or other matter
which is not completely disposed of at the time of the original report. These sheets are
placed in a Tickler or Follow-up File according to the date as determined by the
manual on which the investigating officer shall submit a progress or final report. The file
has dividers for each day of smooth and is separated in to 12 months. If a report is due
on a designated date, the follow-up slip shall be filed on the day following the target for
submission of the report. A reminder slip shall be made and sent to the superior of the
officer concerned if the report is not submitted on the date due.
Spot Map
Spot maps are useful to indicate the traffic accidents and crime location. The
location of crime hazards aid in the direction of enforcement effort. It provides
supervising officer with evidence of weakness in police service and shows the individual
officer where his attention is specially needed. Spot maps should be placed where they
will be readily available for consultation. They shall be placed in the office of the head of
the division or in the office housing the specialized activity involved. Spot maps should
be kept up to the date by the record staff. Each map should be limited not over four
different factors if this factors have about equal frequency. In place of the crime index
and the location index, spot maps shall be maintained by the police station for its use as
follows:
Traffic spot maps Accident spot map for the posting for motor vehicle and
pedestrian accident, which occur in the area.
Crime spot map A general crime spot map on which are posted the location of
murders, rapes, robberies, holdup, carnapping and other major crimes of the locality.
Page | 41

Uniform Crime Reporting (UCR)
A uniform crime reporting shall be established in every police station for monthly
and annual reports on case handled and persons arrested by the police station to include
cases reported. These reports shall follow the prescribed classification of offenses. The
monthly statistical reports shall include the following:
Monthly report of cases handled by the police station

Supplement on monthly report on cases handled by the police station
Report of male persons arrested
Report of female persons arrested
The four reports above described shall be submitted to the National Police
Commission in three copies not later than the 15th of each month. The National Police
Commission in return shall each furnish the NBI and the Chief/Director General of the
PNP. Accuracy and promptness in the submission of these reports shall be the
responsibility of the Station Commander.
The annual crime statistical report shall follow the prescribed form of monthly
reports.
Page | 42

Police Personnel and Records MGMT

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LEA 5 Police Personnel and A consolidated lecture notes prepared by

Records Management Hermie Terrence Reodava, Reg. Crim.

LEA 5 Police Personnel and A consolidated lecture notes prepared by

LEA 5 Police Personnel and A consolidated lecture notes prepared by

LEA 5 Police Personnel and A consolidated lecture notes prepared by

Gulick and Urwick (1920-1937)

Elton Mayo (the Hawthorne study)

Behavioral Science Approach

LEA 5 Police Personnel and A consolidated lecture notes prepared by

LEA 5 Police Personnel and A consolidated lecture notes prepared by

LEA 5 Police Personnel and A consolidated lecture notes prepared by

LEA 5 Police Personnel and A consolidated lecture notes prepared by

LEA 5 Police Personnel and A consolidated lecture notes prepared by

LEA 5 Police Personnel and A consolidated lecture notes prepared by

objectives of the organization

Police Personnel Policies

LEA 5 Police Personnel and A consolidated lecture notes prepared by

LEA 5 Police Personnel and A consolidated lecture notes prepared by

1. General Statement of Principles - policies stated in broad terms, such as

LEA 5 Police Personnel and A consolidated lecture notes prepared by

LEA 5 Police Personnel and A consolidated lecture notes prepared by

Letter of application if none has been submitted

Physical and Medical Examination - in order to determine whether or not the

LEA 5 Police Personnel and A consolidated lecture notes prepared by

LEA 5 Police Personnel and A consolidated lecture notes prepared by

1. Temporary if the applicant passes through the waiver program as provided in

2. Probationary if the applicant passes through the regular screening procedures.

LEA 5 Police Personnel and A consolidated lecture notes prepared by

Basic Recruit Training

LEA 5 Police Personnel and A consolidated lecture notes prepared by

Junior Leadership Training for PO1 to PO3

LEA 5 Police Personnel and A consolidated lecture notes prepared by

Appropriate Eligibility - Whenever

LEA 5 Police Personnel and A consolidated lecture notes prepared by

Efficiency of Performance as an aid to fair appraisal of the candidates

Education and Training educational background which includes

Experience and Outstanding Accomplishment this includes

Physical Character and Personality the factors of physical fitness and

Leadership Potential the capacity and ability to perform the duties

Kinds of Police Promotion

Regular Promotion - Regular promotion shall be based on the following

2. Promotion by Virtue of Exhibited Acts (Special Promotion)

LEA 5 Police Personnel and A consolidated lecture notes prepared by

Those possessing the general

LEA 5 Police Personnel and A consolidated lecture notes prepared by

To give well rounded training and

Police Medal of Valor

Posthumous Award in case a police officer dies.

LEA 5 Police Personnel and A consolidated lecture notes prepared by

LEA 5 Police Personnel and A consolidated lecture notes prepared by

NAPOLCOM or its representative

The inspecting officer/s shall examine, audit, inspect police agencies in

LEA 5 Police Personnel and A consolidated lecture notes prepared by

LEA 5 Police Personnel and A consolidated lecture notes prepared by

LEA 5 Police Personnel and A consolidated lecture notes prepared by

Records management varies greatly from organization. In some, records are

LEA 5 Police Personnel and A consolidated lecture notes prepared by

LEA 5 Police Personnel and A consolidated lecture notes prepared by

LEA 5 Police Personnel and A consolidated lecture notes prepared by

LEA 5 Police Personnel and A consolidated lecture notes prepared by

It measure police efficiency,

Violations of laws and ordinances,

Mechanics of Good Report